Pre-disposing factors that contribute to Layoff Survivor Syndrome include:
• Ineffective organizational communication before, during and after the layoff
• Loss of co-workers (support, companionship, sharing work)
• Perceived unfairness and inequity in conducting the layoff
• Unrealistic workloads
• Lack of contact and attention from management
• Loss of trust in the organization and its leaders
• Lack of recognition of the special challenges faced by layoff survivors
• Employees' perception that their work is not valued by the company
Tips for managers:
Managers are often perplexed by Layoff Survivor Syndrome. When planning and carrying out the downsizing process, they focus their attention on the survival of the company and the employees who will be laid off, but they forget to invest in the ones who will be staying. They mistakenly assume the survivors will be highly motivated to work because of relief, gratitude, or fear of losing their jobs. Often, just the opposite occurs. When productivity and morale begin to slip, they are surprised because this was not what they intended when they decided to downsize the organization in the first place.
There are several points that organizational leaders should bear in mind:
• When planning a layoff or restructuring, don't forget to include the survivors and anticipate their special needs.
• Remember that fear of losing one's job is not a positive source of motivation.
• Don't expect the survivors to express gratitude about keeping their jobs by working harder and better.
• Seek ways to offset the effects of increased workload on the remaining employees by redefining responsibilities and streamlining tasks.
• How the layoff is carried out affects those who stay. Downsizing should be conducted with fairness, respect, and effective communication.
• Managers should be empowered and trained to effectively lead their employees into the new, unknown territory of the post-layoff organization.
• Be alert to possible signs of Layoff Survivor Syndrome, such as increasing absenteeism, sick leave, tardiness, and tension among workers.
Following a layoff, there is inevitably a period of healing and recovery for the remaining workforce. How well this period is handled will make a huge difference in how quickly the company gets back on its feet.
Suggested resources:
The following references can serve as a starting point for learning more about the prevention and management of Layoff Survivor Syndrome.
Appelbaum, S.H. & Donia, M. (2001). The realistic downsizing preview: a management intervention in the prevention of survivor syndrome (part II), Career Development International, 6(1) 5-19.
http://www.appelbaumconsultants.com/articles/2001-02/DownsizingRDPPartII.pdf
(An excellent journal article, written by organizational development researchers at Concordia University, Montreal, Quebec, Canada)
Appelbaum, S.H., Delage, C., Labib, N. & Gault, G. (1997). The survivor syndrome: aftermath of downsizing. Career Development International, 2(6), 278-286.
http://www.appelbaumconsultants.com/articles/1994-96/DownsizingSurvivorSyndrome.pdf
Bravenec, S. & Sabee, C. (2007). Survivor’s syndrome in workers left behind during downsizings: a longitudinal case study. Paper presented at the annual meeting of the International Communication Association, TBA, San Francisco, CA, May 23, 2007.
www.allacademic.com/meta/p170409_index.html
Caplan, G. & Teese, M. (1997). Survivors: how to keep your best people on board after downsizing. Palo Alto, California: Davies-Black Publishing.
Farrell, M. A. & Mavondo, F. (2005). The effect of downsizing-redesign strategies on business performance: evidence from Australia. Asia Pacific Journal of Human Resources, 43(1), 98-116.
http://apj.sagepub.com/cgi/content/abstract/43/1/98
Grunberg, L., Anderson-Connolly, R, & Greenberg, E. S. (2000). Surviving layoffs: the effects on organizational commitment and job performance. Work and Occupations, 27(1), 7-31.
http://wox.sagepub.com/cgi/content/abstract/27/1/7
Guthrie, J.P. & Datta, D.K. (2008). Dumb and dumber: the impact of downsizing on firm performance as moderated by industry conditions. Organization Science, 19(1), 108-123.
http://orgsci.journal.informs.org/cgi/content/abstract/19/1/108
Heathfield, S.M. (2010). How to cope when coworkers lose their jobs. About.com: Human Resources
http://humanresources.about.com/od/layoffsdownsizing/a/survivors_cope.htm
Heathfield, S.M. (2010). Survivors can soar after downsizing: leadership and vision after layoffs and downsizing. About.com: Human Resources.
http://humanresources.about.com/od/layoffsdownsizing/a/downsizing3.htm
(An excellent article with many practical suggestions)
Howard, J.M. (1996). Can teams survive downsizing. Quality Digest Magazine, May.
www.qualitydigest.com/may/downsize.html
Littler, C.R., Dunford, R., Bramble, T., & Hede, A. (1997). The dynamics of downsizing in Australia and New Zealand. Asia Pacific Journal of Human Resources, 35(1), 65-79
http://apj.sagepub.com/cgi/content/abstract/35/1/65
Marks, M.L. (2003). Charging back up the hill: workplace recovery after mergers, acquisitions and downsizings. San Francisco: Jossey-Bass.
Noer, D.M. (2009). Healing the wounds: overcoming the trauma of layoffs and revitalizing downsized organizations. San Francisco: Jossey-Bass.
Sahdev, K. (2004). Revisiting the survivor syndrome: the role of leadership in implementing downsizing. European Journal of Work and Organizational Psychology, 13(2), 165-196.
http://www.informaworld.com/smpp/content~db=all~content=a744085906
Susskind, A. M., Miller, V. D. & Johnson, J. D. (1998). Downsizing and structural holes: their Impact on layoff survivors' perceptions of organizational chaos and openness to change. Communication Research, 25(1): 30 - 65.
http://crx.sagepub.com/cgi/content/abstract/25/1/30
Prepared by Marion A. Wennerholm, Ph.D.